Documents have come to light that show that the entire executive team were made aware of the conflict of interest on the highly troubled CAP system long before they acted upon it.
This in itself was strongly criticised by the Audit Commission in their report into the CAP System project in May, 2016.
The following emails were exchanged with the Executive Teams own Communications Manager, prior to the meeting and these questions and points were raised in person by a whistleblower on the project:
As you know, the next meeting of the Strategic Board is taking place in Saughton House on Thursday, March 5. As part of the Board’s visit to Saughton, the Executive Team will host an ‘Ask ET’ session for staff from 1130 – 1230.
Colleagues can book a place on events online, and post questions in advance of the event on Yammer using the hashtag #asket. It’s an opportunity for Saughton colleagues to find out more about the work of the Executive Team, and vice versa.
I’d be very grateful if you could encourage colleagues in your area to book a place. They will be allocated on a first come, first served basis.
Please let me know if you have any queries.
The following questions were submitted to the Executive Team on 2nd March, 2015:
asket What steps were taken to ensure the project officers did not benefit financially to roll off existing people from the AFRC project and replace them with cheap labour? How have those safeguards been measured and validated?
asket Given that it takes on average two weeks to bring on board new people to the AFRC project and that each team change so far has led to between 3 and 5 days project downtime, has the project recovered the 15 or so man years of lost time caused by rolling off productive people to replace them with cheap labour? How are you measuring the effectiveness of these decisions and what evidence have you seen to validate these decisions?
asket Considering thsat there is 29% youth unemployment in the local area, including IT graduates, what efforts did you take to recruit from this resident workforce for the AFRC project before seeking staff overseas?
From these written questions and the subsequent oral questions that were presented, it is clear that there remains a desperate need for a full inquiry into the CAP system debacle.